Leader of Business Intelligence, Process Improvement, and Business Project Management teams focused on improving operational efficiencies; includes 12 direct reports (Managers, Engineers, and Analysts).Facilitated centralization and expansion of Business Intelligence strategy to support all company business units. Responsible for leading development, maintenance, and analytics for all company data/data warehouse.Develop and execute cross-department strategies designed to achieve revenue and customer experience results through process redesign, systems optimization, strategic customer management, and performance measurement.Support various Executive Leadership functions: QBR, annual budgeting/forecasting, Strategy development and execution, Scorecards and KPI attainment

Responsible for strategy of Online Portal, Web Chat, and Fulfillment operations; encompassing 2.7k+ employees/33M subscribers.Management of team of project consultants ranging in size from 5 to 22; providing strategic direction, project oversight, standardization, and development support.Primary channel Project Manager for Web Chat system vendor conversion; involved Ops, IT, Finance, and channel partners.Responsible for 145% growth in Web Chat volume by identifying new customer opportunities and redesigning business rules.Primary Project Manager for reduction in workforce project. Involved workforce analysis, stakeholdering, and execution strategy. Resulted in $2.9M net savings yr 1; $4.4M savings each additional yr.Project Manager for Lean/Six Sigma Project - Government customer password enrollment – $1.3M 5yr NPV.

Duties consisted of business opportunity identification, project management/execution, and strategy development.Project Manager for a large scale enterprise wide system redesign. Included: management of core team (25 members), multi channel partnerships/stakeholders, business case development, requirements drafting, prioritization, and execution oversight.Developed/managed a technical training strategy to over 1,500 employees to improve performance and business KPI’s.Managed the support transition of over 8.8M Telematics customers from the Wholesale to Enterprise support organizations. Executed three phases over nine months. Included key strategic high value customers: OnStar, Toyota, Hughes, and BMW.Frequently partnered with Prod. Development, Marketing, and IT on design requirements and support strategy development.Regular use of Microsoft Office suite for project tracking, communications, training development, metric/data analysis, and presentation/proposals – frequent presentations to VP/Director level Leadership on managed projects/initiatives.

Primary Channel Project manager for the Go to Market portfolio: Products, Equipment, and Accessories.Duties consisted of management of project team, launch strategy planning, initiative development/execution (end to end), increasing channel sales, UAT management, process/KPI analysis, business case drafting, and training development.Strong interaction across areas/functional teams for launch standardization, communication, and execution.Partnered with HQ and external vendors for strategy development, action planning, and implementation.

Responsible for day to day management and development of four direct reports.Duties consisted of identifying, analyzing, recommending, and executing on Area Workload Call Volume Reduction initiatives (Call in Rate, Repeat Calls, Transfers, Self Serve); deployed through both internal and external process/system changes.Managed all facets of customer care projects to ensure deliverables were met within schedule, budget, and quality parameters.Conducted regular data analysis resulting in formal recommendations to senior leadership to improve area performance.

Managed 15 Team members with a goal of meeting or exceeding company performance expectations.Accountable for Team performance within the organization (quality, efficiency, and financials).Conducted consistent performance coaching sessions to meet and exceed KPI targets.

Key retail account point of contact for Nestlé USA products on all retail merchandising initiatives.Identified areas of opportunity to target for improved retail servicing which ultimately drove additional product sales at the shelf. Initiatives included sales analysis and distribution opportunity tracking.Facilitated sales promotions, point of purchase material distribution, and retail store placement.Managed retail store visits, resets, and new store/remodel labor allocation. Also, tracked these various projects for completion and against labor spending goals; communicated the results to the sales management team.